ASBESTOS

CERTIFICATION PROCESS

LEAN Event Report Out TN Dept of Environment and Conservation

November 18-20, 2013

LEAN Event Team

Executive Sponsors

• Dr. Shari Meghreblian, TDEC, Deputy Commissioner, Bureau of Environment

• Tom Eck – Assistant Commissioner, TDEC, Administration

Sponsors:

• Pat Flood, Director, Division of Solid Waste Management

• Adrianne White, Manager, Toxic Substances

Team Leader:

• Jackie Manuel (Toxics)

Team Members:

• Irene Tidwell (Toxics)

• Jana Finch (ISD)

• Chandra Hudson (DFS)

• Rebecca Huntemann (Toxics)

• Grace Buchanan (Toxics)

• Pamela Fitzpatrick (DGS)

Facilitators:

• Elaine Boyd, Emily Passino, Lindsay Oliveras

AGENDA Background: Challenge to LEAN Team

Methodology: How Team Approached Solution

Future: Changes, Benefits, Implementation Plan

Background

• About This Process

• Asbestos certifications are required for people and firms engaged in

asbestos activities. Individuals apply for certification through TDEC,

their paperwork is reviewed, certification card produced and mailed

to them.

• Business Issue to Address

• The primary issue to be addressed is timeliness. The regulatory

time frame for asbestos certification is 60 days. As of the August 1st

legislative permitting report, 24% (218 of 894) asbestos initial

individual applications were not acted upon within the regulatory time

period.

• More recent data reflects change is already underway in the

Division: 100% acted upon within 60 days.

Background (continued)

• Customer

• Individuals submitting initial application for Asbestos certification.

• Other Key Stakeholders

• Note: Changes in process may apply to firms/training providers/

individual renewal application processes also.

Background (continued)

• Scope

• First Step: the individual application is received by the Toxic

Substances section

• Last Step: the customer receives the certification card

• Out of Scope:

• Fee Section application and check receipt and closing of the books

processes

• Major equipment purchases

• Changes to rules or statute

Goal for Future State Process

• Team Focus

• The purpose of this LEAN Team is to improve timeliness, efficiency,

effectiveness and the level of customer service of the Asbestos

Certification process for the asbestos certification community so

that (1) job opportunities are opened, (2) training is provided, (3)

Tennessee is healthier, (4) asbestos is removed in compliance with

regulations in a fluid, streamlined process.

• Measurable Goals, Targets:

• Improved Customer Service

• 95% of initial individual asbestos certifications will be issued within

60 day time period mandated by regulations.

• Turnaround time for the certification will be improved by 10%.

Methodology

•Gather Data

•Talk to Stakeholders

Before

•LEAN 101

•Understanding CURRENT State (Data, Mapping)

Event, Phase 1 •Understanding

Opportunities for Improvement

•Brainstorming Ideas

Event, Phase 2

•Mapping Future State

•Creating Action Plan

Event, Phase 3 •30-60-90 day

Team meetings

•Implementing Recommendations

Follow Up

Key Principle: Process, Not People

Current State

Current State Statistics

Name of Process

Current Future Difference

Tasks 23

Waits 6

Handoffs 6

Decisions 2

Work Time 2.75 hrs – 4 hrs

Elapsed Time 21 days – 106 days

Observations

About Current

Process

• Multiple touches of

the same batch.

• A number of

incomplete

applications are

received.

• There are difficulties

communicating with

the customer.

• Opportunities for

improvement of

internal

communications.

• Application and

customer checklist

could be improved.

Future State

Future State Statistics

Name of Process

Current Future Difference

Tasks 23 23 0

Waits 6 5 1

Handoffs 6 5 1

Decisions 2 2 0

Work Time 2.75 hrs – 4 hrs 1.5 hrs – 2.0 hrs 1.25 hrs – 2 hrs

Elapsed Time 21 days – 106 days 12 days – 73 days 9 days – 33 days

Recommendations Issue:

Difficult for customers to learn application status,

including whether submission was correct in the first

place.

Actions:

• Move application completeness review earlier in the

preparation steps.

• Add tab in data viewer to reflect incomplete status.

• Make customers aware of certification in the data

viewer.

Recommendations

Issue: The current process includes multiple touches of the batch and communication difficulties which contribute to backlogs and bottlenecks.

Action:

• Pilot morning pick ups from Fiscal to attempt to expedite initial processing and communication to the customer.

• Re-education of fees keying staff to copy application, provide RH# and deposit information and pass original application on to Toxics within 3 days.

• Additional mailings of cards after last pick up using in-house location.

• In the case of missing RH#s, the Toxics staff will be more explicit in communication of questions to Fiscal.

• Handle applications by postmark date instead of current first in, first out approach.

Recommendations

Issue: There are several minor technical fixes which

can be implemented to streamline the process.

Action:

• New card printers are being evaluated that are better

designed to handle the volume of cards.

• Team will be determining ways to improve the

address label process.

• Modify public data viewer to be more informative.

Recommendations

Issue: The division receives a number of incomplete

applications which adds time to the process to obtain

corrected applications from customers.

Action:

• Enhance application and checklist to improve clarity.

• Investigate translation services to provide information

in multiple languages.

Benefits of Future State

• Building on earlier improvements made by the Division,

the additional changes will enable Toxic Substances to

issue 95% of the certifications within the 60 day regulatory

requirement.

• Average turn-around time for customers will be

significantly reduced.

• Earlier notification to customers when application is

incomplete.

• The streamlined process will lessen the phone calls and

emails which should lower stress levels and improve

morale of the staff.

Action Plan What When Who

Revamp application with checklist 4/2/14 Rebecca

Investigate translation services to provide

information in multiple languages (Costin

Shamble – EJ Coordinator)

4/2/14 Pamela

Transfer future state into flow chart 4/2/14 Elaine

Add tab in data viewer 2/19/14 Jana

Draft revised SOP for new Asbestos

Certification process

1/6/14 Irene / Grace

Draft revised SOP for Fees area of

responsibility

1/6/14 Chandra

Evaluate new card printers In process Jackie

Improve address label process 4/2/14 Jana / Jackie

Communications plan for firms, individuals

and trainers by regular letter, website, email

blast

4/2/14 Jackie

Measuring Improvements Measure 1 Measure 2 Measure 3

Improvement

Area

% certifications

issued within 60

days

Turnaround time

improved by

10%

Initial time within

Fees area

Measure

% certifications

issued within 60

days

Date received

by Toxics to

certification date

Day after

deposit date to

date available

for pick up by

Toxics

Source

Asbestos

database

Asbestos

database

Fees sign in log

Frequency

Monthly Monthly Weekly

Who Irene / Grace Irene / Grace Chandra

Parking Lot Issues

• Reconsider possibility of implementing reciprocity

agreements with other states. In the past year, 936 out of

3500 individual application were out of state.

• Evaluate opportunities to reflect asbestos process

improvements in lead-based paint process.

• Revisit aligning certification renewal date with date of

training completion. Could be packaged with change from

1 – 3 years in regulation revision.

• Ensure Asbestos process benefits from outcome of ISD

project to address customer contact information issues.

Lessons Learned

• LEAN is a critical tool in reducing variability.

• The LEAN process helps participants gain a better

understanding of one another’s roles.

• Keep an open mind to other people’s suggestions even if its

been tried before without success. It could work with new team

members.

• In the initial fee processing reduce the number of times Fees

touches application prior to division’s receipt of the application.

• LEAN will address technical and physical holes in the process.

It allows for flow improvement.

• We can work as a team if we want to.

• The customer is important. Team work is important. Waste

makes the customer and team unhappy.

Bottom Line!

• We are…..

• Improving communications with our customers (e.g. better

application, quicker and more pertinent feedback, etc.)

• Expediting handoff from Fiscal

• Creating explicit triage by dates received by TDEC and

whether application is complete

• Result?

• Asbestos group will consistently exceed the 60 day regulatory

requirement.

• Job opportunities will be improved for the asbestos industry

and customers.

• TDEC’s efficiency and effectiveness will be improved.

Questions/ Comments